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Summary

Supplying a clear vision of how to build high-performance teams, Leadership in Chaordic Organizations presents methods for improving operations through the application of complex systems engineering principles and psychological counseling techniques. Ideal for systems engineers, organizational managers, coaches, and psychologists, it addresses the fundamental issue of the human condition in systems development.

The book considers the dynamic variables inherent in the human condition and how they impact group dynamics. Helping you to demystify complex system behaviors, it details an approach to leadership that integrates elements of neurobiology, systems engineering, complexity science, philosophy, and evolutionary and social psychology. It defines complexity and its impact on the organization and also explains how conflict can actually be constructive in group settings. Sharing helpful tips on how to build trust in today’s environment, the book also:

Describes how the human condition affects group dynamics

Lays out current problems and outlines workable solutions

Shares a new vision of high-performance teams

Illuminates theory with applications

Illustrating what teams and collaborative groups look like in a decentralized environment, the text introduces a highly effective group communications process invented by Richard Knowles—describing its use in designing 3D Immersive Learning Environments that enable complex emergence in dynamic interactive simulations. It also discusses complex human systems (Wicked Problems) and the potential of multi-user virtual environments to provide the transformative vision needed to fully engage all employees in your drive to make your organization more effective, efficient, and sustainable.

The Nature of Being Human; B. G. McCarterMind and the Brain: An OverviewBasics of the BrainMind, Body, and Environment InteractionThe Mind and EmergenceImages and Knowledge: What Is Reality?Innate Dispositions for SurvivalBeyond the Non-ConsciousEmotionsReason and Decision MakingSynopsis

How to Build Trust;

B. E. White and B. G. McCarterPerspectives on Trust World Politics, Religions, and Fear Biases of Individuals, Groups, and Organizations Learning in Organizations Storytelling Perceptions of Reality and Power Applying Laws of Power and Getting InsideTypes of Trust Persistent Trust How Your Emotions May Affect Your Trust Interpersonal Trust When Not Face to Face Trust and Inter-Reality Systems Trust in Mental Health Trusting with Limited Interpersonal ContactImplications for LeadershipRecapitulation

Wicked Problems and MUVEs: Understanding Human Interactions through Multiuser Virtual Environments;B. G. McCarterDynamics of Living Human Systems at WorkPsychology of Virtual WorldsNext Level of Interaction and LearningNarrative Structures and the Underlying Psychological Dynamics

Appendices: Mini-Lexicon of Selected TermsINCOSE Working Group Sidebar on Complex SystemsQuotations from The 48 Laws of PowerResearch for Virtual Worlds’ Promotion of OxytocinOn the Information ExplosionOn the Deeper Impact of Virtual WorldsWeb Collaboration, Workspace, Blog Platforms

References

Bibliography

Index

Author(s) Bio

Beverly Gay McCarter

is an award-winning architect of immersive virtual environments whose company, Human Mosaic Systems (www.HumanMosiacSystems.com), is located in Cary, North Carolina (Research Triangle Park). She received her MS degree in counseling psychology and human systems from Florida State University and her MFA in studio art from the Memphis College of Art. She is also certified in the areas of facilitating self-organizing systems for complex environments (the Center for Self-Organizing Leadership) and the design and architecture of virtual worlds (University of Washington).

While working as an independent contractor at the National Defense University in Washington, DC, she instructed faculty and Pentagon leadership in the navigation and use of virtual worlds, in addition to coordinating and executing the efforts of the Federal Consortium for Virtual Worlds to bring the federal government into virtual worlds. McCarter is an architect/designer of 3D immersive virtual environments focusing on the psychology of the avatar and virtual worlds, the inherent complex dynamics involved, as well as the impact of the aesthetics of 3D immersive environments on complex human systems. She has advised the Pentagon virtual simulation teams, a solution provider for Linden Labs’ Second Life virtual world, and currently works in a variety of other immersive virtual platforms. As a facilitator, McCarter has worked with the Smithsonian Institution in Washington, DC, among others, facilitating group discussions untangling the "wicked problems" of social interactions that overwhelm today’s organizational structures.

McCarter is an award-winning artist, focusing on human dynamics and the inherent effects of complexity and the edge-of-chaos on human consciousness. Her work emphasizes the ability to "see" multiple perspectives and the complexity of who we are, and our relationships with others.

Through the integration of these areas of expertise, McCarter designs powerful immersive environments that enable self-organization and collaboration as well as a deeper understanding about one’s own perspectives or views of reality and those of others. She architects environments that understand the underlying complex human dynamics and help facilitate the building of relationships, bonding, and greater understanding, all of which help individuals collaborate as they make decisions in complex, ever-changing environments.

A sample of videos that expand more on McCarter’s work can be found at the following link: http://www.humanmosaicsystems.com/page1.php.

Book cover for Social Welfare: A World View. By Katherine Van Wormer. Chicago: Nelson-Hall, 1997.

Brian E. Whitereceived PhD and MS degrees in computer sciences from the University of Wisconsin and SM and SB degrees in electrical engineering from MIT. He served in the U.S. Air Force and for eight years was at the MIT Lincoln Laboratory. Dr. White was a principal engineering manager at Signatron, Inc., for five years. In his twenty-eight years at the MITRE Corporation, he held a variety of senior professional staff and project/resource management positions. He was director of MITRE’s Systems Engineering Process Office from 2003 to 2009. White left MITRE in July 2010 to establish a consulting service, CAU?SES ("Complexity Are Us" ? Systems Engineering Strategies).

White strives to help people change or improve their mindsets by communicating complex systems behaviors and complex systems engineering research knowledge, precepts, and principles where people (particularly stakeholders) are considered part of a system, system of systems, enterprise, or complex system. He accomplishes this by drawing on his twenty-eight years of experience working with corporate executives, middle managers, project leaders, technical staff, and academic colleagues in areas of complexity theory, complex systems, and complex systems engineering.

A summary of Dr. White’s professional activities in recent years follows:

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